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| Criterion |  Innovation Lean Startup |  Operations A3 Problem Solving |  Agile Mad Sad Glad |  Agile 4Ls Retrospective |
|---|---|---|---|---|
Purposedifferent | For uncertain business assumptions, the method forces the idea into contact with real market reactions early. It separates wishful picture, assumption, and observable behavior, so that learning becomes faster than planning. This translates uncertainty into measurable insight. | For a complex deviation with several people involved, the method bundles problem, analysis, and decision onto one page. It creates a shared working space where causes, countermeasures, and follow-up fit together. | When a team's or workshop's mood needs to become readable, it structures emotional signals with little setup. It makes strain, relief, and sources of energy tangible. | When a sprint should not only be assessed but also learned from, it captures experience in clear learning categories. It records what worked, what's missing, and what should run differently next time. |
Complexitydifferent | Medium | Medium | Low | Low |
Timedifferent | Wochen bis Monate je Lernzyklus | 45-90 min | 30-60 min | 45–75 min |
Participantsdifferent | 2-8 | 2-5 | 3-10 | Team members involved |
Formatdifferent | Workshop + async | Workshop + async | Workshop | Workshop |
Outputdifferent | Hypothesis list, MVPs, Learning reports, Pivot or persevere decision | A3 Report, Action Plan, Root Cause Analysis | Emotion Board, Themes, Action Items | 4Ls Board, Learning Themes, Improvement Actions |
Tagsno overlap | LeanStartupValidationMVP | LeanProblem solvingCoachingOperations | RetrospectiveTeamReflection | RetrospectiveLearningReflectionTeam |